我今年30歲，曾在黑莓公司擔任高管，現在是一家商業合作科技初創公司的CEO。對于80后、90后的職場表現，我略知一二，因為本人便是其中一員，而且我的下屬也有許多80后、90后。如果你很想知道如何才能最有效地調動80后、90后的工作積極性，不妨繼續往下讀：本文將為你排憂解惑。

通過這些年的經歷，我明白80后、90后為什么有時候看起來“心不在焉”，我想向前輩們解釋一下我們的真實想法。

1、我們不看重20世紀的職場規則

固定的辦公時間？嚴格的著裝要求？文山會海？傳統的“遺留效應”，聽起來官腔十足的話，還有一些過時的做法，都很難令80后、90后接受。如果公司規定必須按照某種方式做某件事的唯一理由是“一直都是這樣做的”，那么，肯定留不住我們的心。我們是“黑客一代”、“改造達人”，喜歡走捷徑。我們想要最好的、最有效的、最符合邏輯的工作方式。想想看，你們公司是否也有這些死板而教條的規定？

那么，老板們可以怎么改進呢？——對團隊進行民意測驗：哪些政策應該取消？哪些流程需要完善？公司如何改善其文化？

2、我們不希望成為齒輪上的小零件

我們被冠以“享受的一代”，還有其他各種各樣的標簽，雖然許多稱號并不準確，但關鍵在于，我們與父母或祖父母一輩的價值觀不同。一份能夠保證工作/生活平衡的終生職業，或許是前輩們的目標，但那不是我們想要的。我們想要的是目標是生活的意義。

我們希望做更重要的工作，而不僅僅是支付賬單和打發時間。德勤的調查顯示，60%的80后、90后表示，使命感是他們選擇當前雇主的原因之一。

那么，老板們可以怎么改進呢？——告訴80后、90后，他們應該關心工作的原因：公司為什么存在？在實現公司使命的過程中，每位成員扮演著什么角色？要非常明確地解釋這些理由，并在日常行為和決策中不斷重復。

3、我們希望自己的聲音有人傾聽

老板們，你們的公司文化是否允許所有人提出關鍵問題？團隊中最初級的員工，是否也可以提出完善產品或工藝的想法？在調動整個團隊解決公司問題和促進創新方面，大多數公司的表現仍有所欠缺。

但并非所有公司均是如此：在豐田汽車，如果裝配線上的員工發現質量問題，他們有權停止生產；特斯拉的理念是“最好的主意勝出”；亞馬遜允許所有人提出新的產品理念。想想看，你的團隊是否鼓勵暢所欲言？或者你依舊在堅持標準的做法：“向你的上司匯報”？

那么，老板們可以怎么改進呢？——創造一種讓所有人都可以暢所欲言的文化；確定一個流程，以便發現團隊中最好的想法，并據此做出更合理的決策；可以使用正確的工具，讓這項工作變得更容易、更高效。

4、我們不喜歡商業軟件

許多80后、90后是伴隨著iPhone和Macbook長大的，但等我們進入職場后，卻不得不使用IT部門十年前購買的軟件。這些軟件對用戶并不方便，非常笨拙，不符合我們的使用習慣。

我們勉強在用，但這會嚴重影響我們的工作效率和幸福感。所以，想想看，你的公司的核心應用是否需要培訓手冊才能上手？

那么，老板們可以怎么改進呢？——商業軟件正在經歷復興。老板們可以使用那些關注用戶體驗的最新、最優秀的工具，同時，不要害怕云服務。

如果出于安全或行業特定的原因，而無法采用新技術，那么，老板們也應該重新評估公司的顧慮，看看是否恰好出現了什么工具可以解決這些問題。（財富中文網）

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譯者：劉進龍/汪皓

審校：任文科

I’m 30, an ex-corporate executive (at BlackBerry ) and now the CEO of a business-collaboration tech startup. I know a thing or two about millennials at work because I am one; and I’ve managed several. If you are struggling with how best to engage millennials at work, read on: This piece is for you.

Throughout my experience, I’ve learned about why, sometimes, our generation doesn’t seem “to care,” and I’d like to explain to our elders what’s really going on. So, here goes…

1. We don’t value 20th century workplace rules.

Rigid office hours? Strict dress codes? Meetings to talk about meetings? The “legacy-effect” of traditions, language that sounds like corporate-speak and outdated practices are all hard for us to stomach. If the only reason why something is done a certain way at work is that “it’s always been done that way,” you’ll lose us. We are a generation of hackers, tinkerers and shortcut takers. We want the best, most efficient and logical approach. Does your company have rules and policies “just because”?

What you can do about it. Poll the team: What policies need to go? What processes need to be improved? How can the company improve its culture?

2. We don’t want to be another cog in the wheel.

We’ve been labeled the “entitled generation” and have been called many things, with varying degrees of accuracy. The bottom line, however, is that we don’t have the same value-set as our parents or grandparents. A lifelong career with a work/life balance may have been a goal for their generations but isn’t ours. We want purpose. We want meaning.

We want work that does more than pay the bills and pass the time. In a survey by Deloitte, six out of ten millennials said a sense of purpose was part of the reason they chose to work for their current employer.

What you can do about it: Tell us why we should care. Why does your company exist? How does each team member’s role contribute to that purpose? Clearly articulate this and refer back to it in daily behavior and decisions.

3. We need to have our voices heard.

Does your company culture allow for anyone to highlight a critical problem? Can the most junior person on the team share an idea to improve a product or process? Most companies fall short of engaging the entire team to solve company problems and improve innovation.

But not all companies: Toyotais famous for giving workers on the assembly line the ability to stop production if they discover a quality issue. Teslahas a “best idea wins” culture. Amazonallows anyone to pitch a new product concept. Is the team encouraged to speak up at your company? Or is it standard protocol to “raise it with your manager”?

What you can do about it: Create a culture that makes people feel safe to speak up. Define a process by which you can uncover the team’s best thinking and make better decisions accordingly. Make this effort easier and more efficient with the right tools.

4. We don’t like business software.

Many of us cut our teeth on iPhones and Macbooks. But then we got to the workplace and had to use — still do — the software that the IT department purchased ten years ago. It’s not user friendly, it’s clunky, it’s not what we’re used to.

We use it begrudgingly, and it drastically impacts our level of happiness (and productivity) at work. Do the core apps at your company require training manuals?

What you can do about it: Business software is going through a renaissance. Take advantage of the latest and greatest tools that focus on user experience. Don’t be afraid of cloud services.

If there are security or industry-specific reasons for not adopting new tech, reevaluate those concerns and see if there are any tools that have cropped up that solve your problems.